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Why IT Cannot Lead Industrial Transformation Alone

Across many industrial organizations, digital transformation begins in IT. The logic seems straightforward. Transformation involves new platforms, new integrations, new data flows, and new technology. IT manages technology, so IT should lead.

But what looks logical in theory rarely holds up in operational environments.

Inside plants, terminals, compressor stations, power facilities, and control rooms, the reality is clear. Technology may enable transformation, but it cannot drive transformation. Only operations can do that, because transformation is ultimately a change in how work happens, how decisions are made, and how processes perform.

When IT leads transformation alone, organizations often find themselves in a predictable cycle. Systems are delivered, but not adopted. Integrations work, but do not change decisions. Dashboards populate, but do not influence outcomes. Workflows modernize on paper, but not in practice.

This is not an IT problem. IT is doing exactly what it has been asked to do.
The issue is structural. Operational transformation must be led by the people who own operational risk, operational knowledge, and operational outcomes.

In industrial environments, that means OT.

Where IT-Led Transformation Breaks Down

When transformation is driven by IT, the initiative often begins with system design, data architecture, and integration planning. These are important, but they are not the starting point for operational change.

Operational priorities do not emerge from systems. They emerge from:

  • The equipment operators must run safely
  • The process behaviour engineers must control
  • The regulatory requirements plants must meet
  • The risks supervisors must manage
  • The constraints maintenance teams must navigate


No platform can determine these conditions. They live in operations.

As a result, IT-led initiatives often encounter recurring issues:

  • Requirements feel complete, but do not reflect operational nuance
  • OT teams question whether the data represent real process conditions
  • Operators distrust new tools because outputs do not match expected behaviour
  • Workflows are documented accurately, but do not reflect field realities
  • Changes are technically correct but operationally disruptive


The project team may be talented, well organized, and technically rigorous. But without OT leadership, they are solving the wrong problems or solving the right problems without the operational context required for adoption.

Transformation is not just a technology change. It is a behaviour change. That cannot occur without OT ownership.

Why OT Must Lead: Transformation Is a Change in How Work Happens

OT understands the operational landscape in a way no other group can match. They understand process constraints, equipment dependencies, safety considerations, and risk profiles. They know what operators need to make decisions in real time. They understand how a change in one part of the system affects everything downstream.

When transformation aligns with this operational knowledge, it gains traction. When it does not, resistance forms immediately.

Four principles illustrate why OT must lead.

1. OT Owns the Decisions That Drive Value

The decisions that determine reliability, efficiency, and safety are made within operations. If transformation does not improve those decisions, it cannot create value.

IT can build the platform.
OT determines whether the platform matters.

2. OT Understands Risk in Real Time

Operational risk is not abstract. It moves with equipment behaviour, process stability, and live operating conditions. OT knows which situations demand caution, which require precision, and which must never be disrupted.

If a new tool or integration disrupts decision-making, OT is the first to feel the impact.

3. OT Defines What Data Must Represent

In IT-led projects, data is often defined by system attributes. In OT-led projects, data is defined by how it represents reality. OT understands which data points matter, how they relate, and what they signal about equipment and process health.

Without this insight, data becomes technically correct but operationally incomplete.

4. OT Drives Adoption

Adoption does not happen because a system is deployed. It happens because a system supports how people actually work. If it does not, operators and engineers will default to local knowledge and manual methods.

OT does not just understand adoption. OT controls adoption.

A Better Path Forward: IT-Enabled, OT-Led Transformation

The solution is not to exclude IT. IT plays an essential role in ensuring systems are secure, scalable, maintainable, and reliable. But transformation must begin with OT, guided by operational priorities and enabled by IT.

1. Begin With Operational Outcomes

Start by defining the outcomes operations needs to achieve. These may include reliability improvements, loss reductions, better alarm management, or more consistent decision-making.

Technology decisions should support these outcomes, not drive them.

2. Establish Shared Governance

Governance ensures that IT and OT move together.

When governance is strong:

  • OT defines operational context
  • IT defines system requirements
  • Both groups share accountability for decisions


This structure removes friction and prevents misalignment from stalling progress.

3. Build Technology Around Real Workflows

Instead of designing generic systems, transformation teams should map how work is actually performed in the plant.

This includes:

  • How operators gather information
  • How engineers diagnose issues
  • How maintenance teams collaborate
  • How supervisors make calls under pressure


When technology reflects these workflows, adoption is natural.

4. Pilot With OT Leadership, Not IT Leadership

Pilots should begin in environments where OT leaders have both influence and insight. This allows early feedback to shape the solution before scaling.

Dexcent often guides clients through this process, helping create alignment between IT and OT while ensuring transformation reflects operational reality.

What Organizations Gain When OT Leads Transformation

When transformation is OT-led and IT-enabled, organizations see meaningful shifts in how decisions are made.

  • Systems become trusted, not bypassed
  • Data becomes actionable, not abstract
  • Workflows become streamlined, not complicated
  • Projects become predictable, not uncertain
  • Teams collaborate, not compete


Transformation becomes a continuous improvement cycle rather than a sequence of disconnected projects.

This is the point where organizations begin experiencing true operational intelligence.

Go Deeper: Download the Full Dexcent Guide

If this article reflects challenges in your organization, the full Dexcent ebook expands on these principles and outlines a complete model for OT-led transformation.

Explore the guide here

It provides practical steps for aligning IT and OT, strengthening governance, and accelerating transformation.

Andrew Capper

Vice President of Industrial Digital Transformation

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Andrew Capper is Vice President of Industrial Digital Transformation at Dexcent, helping industrial organizations improve data-driven decision-making by optimizing the data journey, reuniting siloed information, and delivering a trustworthy version of the truth.

With more than 25 years of experience, he is known as a results-driven leader who delivers on commitments and tackles complex information management challenges with a practical, human-centric approach. His work spans digital transformation strategy and roadmaps, governance, digital maturity assessments, and performance measurement through clear KPIs and metrics. Andrew is a NAIT graduate with training in Instrumentation Engineering Technology and Security Systems, and he brings a strong focus on safer, more effective operations from data producers through to data consumers

Nader Asgharinia

MP, P.Eng.

Vice President of Enterprise SCADA & Advanced Applications.

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Nader Asgharinia, PMP, P.Eng., is Vice President of Enterprise SCADA & Advanced Applications at Dexcent, leading the delivery of complex, mission-critical solutions with a clear focus on client experience and operational excellence. With more than 30 years in business execution and over 25 years managing multi-million-dollar programs for mission-critical and SCADA systems, he brings a pragmatic, delivery-at-scale approach to every engagement. Nader is recognized for building high-performing teams, driving disciplined portfolio execution, and delivering measurable business outcomes, including significant growth in program portfolios and team capacity over time. He holds a B.Sc.(Hons.) in Electrical and Electronics Engineering from the University of Newcastle-Upon-Type in the UK, a B.Sc. in Computer Science from the University of Calgary, completed Georgetown University’s Director’s Program, is a Professional Engineer in Alberta, and a Project Management Professional.

Gerrit Nel

CISSP, CISM – Vice President of OT Infrastructure and Cyber Security Services

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Tobias (Gerrit) Nel, CISSP, CISM, is Vice President of OT Infrastructure and Cyber Security Services at Dexcent, leading the development and delivery of practical services and solutions that integrate, complement, or replace OT infrastructure and protect OT assets from cyber threats. He is known for building resilient security frameworks, governance processes, and integrated solutions that reduce risk and support compliance across diverse industries. Gerrit has over 40 years of relevant IT/OT experience and has built and delivered highly skilled and high-performance delivery teams. His strengths include Cyber Security roadmaps, security architecture, incident response, and alignment to standards such as IEC 62443, NIST, and NERC CIP. Furthermore, he has deep foundational technical experience in Networking and OT infrastructure systems architectures that he leverages in building and leading successful delivery teams. Gerrit holds a B.Sc. in Computer Science from the University of Johannesburg and brings deep cross-sector experience supporting clients in oil and gas, mining, chemical, healthcare, financial, and government environments.

Jaydeep Deshpande

P.Eng. – President

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Jaydeep Deshpande, P.Eng., is a seasoned and decisive executive with over 25 years of experience driving operational excellence, profitability, and market growth in national and multinational organizations. As President, he is recognized for his strategic leadership, disciplined execution, and ability to lead organizations through change. Jaydeep is passionate about developing people, building strong leadership teams, and fostering a positive, performance-driven culture. His expertise spans strategic planning, business diversification, financial management, and organizational transformation, with a consistent focus on delivering growth-oriented, profitable results. He holds a Bachelor of Chemical Engineering from the University of Alberta, is a Prosci Certified Change Practitioner and Project Management Professional (PMP), and has completed the CMA Accelerated Accounting Program, bringing deep financial and strategic insight to executive decision-making.

Karim Amarshi

Chairman of the Board

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Karim Amarshi is Chair of Dexcent’s Board of Directors, providing governance leadership and strategic oversight to support the company’s long-term strategy and executive team. With nearly 40 years as an entrepreneur and owner-operator, he is recognized for building high-performance organizations and forging strategic alliances across Information Technology, government, health care, education, and energy. He is the former co-owner and Chief Executive Officer of one of Canada’s leading enterprise Information Technology solution providers, where he led the organization through three successful mergers and helped scale long-term client and vendor partnerships. Karim remains active across a diverse business portfolio, serving as a founding principal, officer, and advisor to organizations spanning Information Technology, hospitality, manufacturing, retail, and real estate in Canada and internationally.

Yasmin Jivraj

FCIPS, I.S.P. | Board Member

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Yasmin Jivraj, FCIPS, I.S.P., is a Board Member at Dexcent, providing executive guidance and strategic oversight to support corporate management and long-term business direction. Over a 35-year career, she has held senior leadership roles across private, public, and non-profit organizations, with a track record of building operating foundations and driving profitable growth. Following a 15-year tenure as a co-owner and President of one of Canada’s leading strategic Information Technology solution providers, she expanded her governance leadership through active board service in post-secondary education and community-focused organizations. She is recognized for decisive, purpose-led leadership, clear communication, and deep expertise in technology, business models, and methodologies that help enterprise organizations advance digital transformation.

Nadir Jivraj

CEO, Board Member

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As Chief Executive Officer, Nadir is accountable for providing overall leadership and Dexcent’s Industrial operational performance. Nadir has been involved as an executive sponsor with Oil & Gas and Mining companies for over 35 years, and through the years has developed a strong working relationship with the Executive leadership team of many Fortune 500 companies.

Nadir is known for recognizing value and superior investment opportunities in the technology services sector. His pursuit of highly prospective technology companies around the world has resulted in numerous company start-ups. Prior to starting Dexcent, Nadir had led companies through highly profitable business transactions, including the merger of Atlas Systems Group with CompCanada (later renamed Acrodex) in 2000 and later as Chairman of the Board of Axcend Pvt – an engineering solutions provider – based in Bangalore, India from 2004 – 2014. Acrodex and Axcend were sold in 2015